Organizational Culture - Get Over It!

Loading...

Flash Player 9 (or above) is needed to view presentations.
We have detected that you do not have it on your computer. To install it, go here.

1 comments

Comments 1 - 1 of 1 previous next Post a comment

  • + guest292d44 guest292d44 2 years ago
    I thought I was your favorite..hmmm...oh and you say 'I apologize' too much.
Post a comment
Embed Video
Edit your comment Cancel

Notes on slide 1

My background – KM vs OI Melissie’s book plug Level of collaboration, maybe how we met story

5 Favorites

Organizational Culture - Get Over It! - Presentation Transcript

  1. Organizational Culture Get Over It John Bordeaux, Ph.D. SRA International, Inc
  2. Meishi
  3. Of Bagels and Patterns MindTel, LLC
  4. Organizational K Creation Culture Infrastructure Building a shared mental model
  5. First, Define the Terms
    • A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way you perceive, think, and feel in relation to those problems. -- E. Schein
  6. Three Levels of Culture
    • Artifacts
      • What’s on the bulletin boards
      • How offices are set up
      • How meetings are conducted
      • How people greet each other
    • “ Official” values
      • Corporate vision statement
      • Written policies
      • Code of ethics
    Artifacts Official Values Tacit Assumptions
  7. Three Levels of Culture
    • Tacit assumptions
      • Seldom discussed assumptions behind the actions
      • That’s the way we do things around here.
    Artifacts Official Values Tacit Assumptions
  8. Culture and Exchange
    • Individualistic US culture is ideally suited to information exchange and discovery…
      • Information transaction costs dropped precipitously through 20 th century
    • … and completely unfriendly to costs of knowledge exchange, which have not changed noticeably
      • Find people
      • Negotiate with them
      • Codify, exchange, translate
  9. How Deep is Culture?
  10. Law of Propinquity
    • Would you jump into traffic to save this child from imminent danger?
    • Why?
  11. Networks based on Identity
    • Law of propinquity does not fully explain social networks
    • Effect
      • Contractors “going native” through contract changes, start to believe they’re feds
      • Portal/web site branding essential to early success – “looks like it’s ours!”
  12. Culture is
    • Deep
    • Pervasive
    • Complex
    • Strongly and lastingly affected by the values of the founder
    • Incredibly stable
    • Can be a barrier to transformation
  13. Get Over It.
  14.  
  15. A Government Agency
    • Task
      • Automate portions of briefing process, make process more efficient
    • Found
      • Change to briefing process ran up against “what works.” Briefers support senior level decision-makers, who outrank consultants…
      • Fortunately, the briefers rotate out from this assignment after 1-2 years
    • Approach
      • Introduce to new briefers only
      • Change nature of formal training, slowly changing course of informal training received from existing staff
  16. Another Government Agency
    • Task
      • On contract, in part, to develop “enterprise portal” for new agency
    • Found
      • New organization made up of existing operations
      • What enterprise? Characterized by:
        • Suspicion
        • Fear
        • Confusion
        • Pressure
        • War
      • Leader established “flat” org chart, problematic as these are all military organizations
    • Approach
      • Lowered expectations for portal, worked instead to unify transport layer, work basic infrastructure before touting “enterprise initiative”
      • Positioned KM analyst in Chief of Staff’s office to begin developing portal governance, policies, UI, etc. Project gained Imprimatur!
  17. Solve Problems
    • Who is working across organizational boundaries despite the lack of process and technological connections?
      • Administration
      • Public affairs
      • Legal
      • Facilities
    • These are your Heroes of the Revolution
  18. A Non-Profit
    • Task
      • Wanted a “portal” to “handle the requests” expected from Exec announcement
      • Poised to expect long line of people looking for info once certain press announcement was made
    • Found
      • Several dozen individuals, each with specialty, no team identity
      • Little observable cross-functional cooperation
  19. Non-Profit Approach
    • Approach
      • Held meeting with principals, asked what they would do if everyone lined up at the front door - Who would handle what type of requests?
        • Result: Full-day Saturday session where they diagrammed cross-functional processes, red-teamed the response workflow…
        • … and decided they already had enough technology, added a single email alias to home page (no portal needed)
  20. Changing the Mountain
    • Change the way that people work.
    • Influence the next generation of leaders.
    • Develop groups of change agents.
    • Promote new leaders.
    • Tell the same message over and over again.
  21. The Small, Repeatable Miracle
    • Solve a simple problem for everyone
      • Creates evangelists
      • Establishes trust and credibility
      • Includes users
        • “ Hey, do this next!”
      • Change their tacit assumptions about how work gets done – replaces myths of dubious origin with solutions to actual problems
    *James Brian Quinn, Intelligent Enterprise , 1992
    • Be as solid as the mountain you wish to change.
    • Be the change you want to see. Gandhi.
      • Deep
      • Pervasive
      • Complex
      • Stable
  22. Organizational Culture Oh, Get Over It Already John Bordeaux, Ph.D.

+ John BordeauxJohn Bordeaux, 2 years ago

custom

1637 views, 5 favs, 1 embeds more stats

KM World presentation 2005
John Bordeaux with Meli more

More info about this document

CC Attribution License

Go to text version

  • Total Views 1637
    • 1624 on SlideShare
    • 13 from embeds
  • Comments 1
  • Favorites 5
  • Downloads 160
Most viewed embeds
  • 13 views on http://static.slidesharecdn.com

more

All embeds
  • 13 views on http://static.slidesharecdn.com

less

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate. If needed, use the feedback form to let us know more details.

Cancel
File a copyright complaint
Having problems? Go to our helpdesk?

Categories